“building excellence from...

“BUILDING EXCELLENCE FROM WITHIN”

Promoting wellbeing among executives of the Public Service of Canada

Part one: A pilot project at the CPSA

Natacha Joubert, PhDUniversity of Ottawa

Institute of Mental Health Research

Guylaine Carle, M.Ps.Canada Public Service Agency

Promoting Executives’ Wellbeing

Today’s objectives:• To present a new concept and approach for

promoting wellbeing in the workplace - ETE• To obtain your support for the development of

ETE pilot project at CPSA


ETE guiding principles:• Trust in people’s desire, resourcefulness and

capacity for wellbeing• Optimization and support of existing human

and material resources for workplace wellbeing

• Value interconnectedness, mutual aid and support throughout the organization


APEX studies (2002, 2007) show that federal executives have:

• high incidence of cardiovascular disease – one in five; • high level of depression - 15.2% suffer from depression

compared to an average of 6% for the Canadian population;

• higher incidence for most diseases (e.g. cardiovascular, musculoskeletal, gastrointestinal, respiratory, etc. ) for both male and female – compared to their counterparts in the private sector;


APEX studies (2002, 2007) show that federal executives have:

• high levels of distress of long duration – 31.3% scored above the General Health Questionnaire threshold for distress;

• high turnover intent – over two thirds think about leaving their current job at least once a month because of high level of distress;

• high scores for all dimensions on the burnout scales –75% are in the high range for fatigue.


CPSA Workplace Well-Being surveys (2005, 2007) indicate:

• a high percentage of employees lacking confidence in executives’ leadership;

• a high degree of dissatisfaction with and ineffectiveness of various management practices (e.g. communication, changing priorities, workload, etc.).


The vision:A new organizational culture in the Public Service of Canada where wellbeing and

excellence are inseparable.


The objectives:• To strengthen executives’ learning and integration of

personal and management transformation practices that are favorable to their mental health and wellbeing -which will directly impact on the work environment and the overall health of employees.

• To identify and facilitate organizational or environmental transformations that are supportive to the wellbeing of executives and employees.

• To participate in the Public Service Renewal and the emergence of a new management and organizational culture and branding.


The pilot project participants are executives and future executives (EXM1, EXM2) as well as employees of the Canada Public Service Agency.


Presenting…A new concept


Imagine two executives …• they share the same desire to do a good job and be appreciated;

• they have comparable personal resources, training and experience;

• they work in the same environment.


Mr. A is successful in his work, recognized, respected and appreciated by employees.

Mr. B is not.

What differentiates one from the other?

Promoting Executives’ WellbeingMr. A...

is open, confident and optimistic;

shows leadership and vision;

believes in people/employees’ resourcefulness, loyalty and commitment;

is accessible and communicates easily;

encourages new ideas and changes;

sees, appreciates and supports employees’ success and contributions;

transforms challenges into opportunities.


Mr. B…

is insecure, self-centered and judgmental;

feels suspicious and distant from others/employees;

demonstrates poor leadership and vision;

tends to be abusive and controlling;

is inattentive to employees and non-appreciative of their work;

lacks respect;

exaggerates situations and problems.


Mr. A’s perception is based on trust.

Mr. B’s perception is based on fear.

They differ in the way they perceive and relate to their work, and to others.

Promoting Executives’ WellbeingBeliefs/ThoughtsPerceptions

TRUST

How one relates to…

Oneself

Others

Organization/ World

OpennessConfidenceOptimismResourcefulnessReliabilityBenevolence

Mr. A

Promoting Executives’ WellbeingBeliefs/ThoughtsPerceptions

FEAR

How one relates to…

Oneself

Others

Organization/ World

InsecurityJudgmentalDisconnectednessPessimismVictimizationSelf-centeredness

Mr. B


Whatever their origin and nature, personal or socio-cultural, fears can be damaging to ourselves, others and the world.


Certain environments and situations produce or bring out fears more than others.

The workplace is one of them.


• Fear of judgment and exclusion• Fear of change or ambiguity• Fear of consequences from not achieving a task/goal• Fear of conflict and harassment• Fear of losing one’s job or poor performance appraisal• Fear of looking foolish or making a mistake• Fear of an individual such as a boss, manager or even

co-workers• to name a few…


Fear in the workplace can be debilitating and negatively affect performance of individuals and of the entire organization.

Fear makes everybody miserable!


The question is…What can we do to eliminate fears in the workplace, both at the individual

and organizational levels?


First: We need to be aware or conscious of those fears.

We also have to realize that although we experience fears, it does not define “who we really are”.


We are not our fears.

Fears are not part of our true identityor “who we really are” .

As sticky/oppressive and invasive they may feel, fears are superficiallayers that cover “who we really are”.


Second:We have to recognize “who we really are” beyond fears.

And guess what?


“Who we really are” beyond fears are people/executives who share the

same desire to do a good job and to be appreciated by others.


Beyond fears, we are also…joyful, lovable, open, confident, positive, enthusiastic, curious, optimistic, creative, resourceful, insightful, trustworthy, generous, calm, fair, understanding, honest, audacious, inspired, competent, imaginative, ingenious, talented, knowledgeable, organized, focused, courageous, resilient, flexible, dedicated, humble, appreciative, strong, balanced, attentive, respectful, supportive, motivated, determined, patient, responsible, loyal, assertive, reliable, authentic, humorous, accessible, exemplary, innovative, visionary, outgoing, gentle, committed to excellence, etc.


Therefore, the best way to eliminate fears is by recognizing and being “who we really are” beyond them,

not by fighting them.


In doing so, we operate a transformation -from fear to trust - that impacts directly on how we relate to oneself, others and the organization.

And this is what “BUILDING EXCELLENCE FROM WITHIN” is all about!


So the real question is…How do we support executives’

recognition of “who they really are”and their desire to do a good job

and be appreciated by employees?


Presenting…A new approach


AwarenessChoosing trust beyond fear

ExperienceIntegrating trust into practices

SupportEnsuring continuity of process

3-step approach

Individual level

Organizational level

Promoting Executives’ WellbeingPhase1 New development and learning approach for executives

Awareness Choosing trust beyond fear

Experience Integrating trust into practices

Support Ensuring continuity of process

DM/CPSA, PCO, APEX & employees



Support Ensuring continuity of process CPSA DM & executives, PCO

Phase 2Awareness and education campaign for employees

Implementing the 3-step approach in the workplace


Phase1New development and learning approach for executives




Learning support, self-monitoring & self-assessment tools for executives Coaching Individual measures & module evaluations

Phase 1 in action

Learning & training module Professional development program for trainers, advisors and coaches of AEXDP/CPSA, CSPS, APEX/ASE Training for executives Pre-test, post-test and evaluations

Two-way support strategy - DM assembly, PCO, APEX, senior executives’ champions for wellbeing Employee feedback & appreciation Dissemination of new management practices & culture


Two-way support strategy & executives

champions for wellbeing

Learning support, self-monitoring & assessment tools

for executives

Training for executives

Professional development program for trainers & coaches

Learning & training module

Phase 1 - Deliverables

Process & outcomes evaluations

Executives & organizational wellbeing indicators

Dissemination of new management practices & culture





Phase 2Awareness and education campaign for employees

Awareness campaign & communication strategy - information sessions, promotional tools, e-learning Training for wellbeing advisors and HR

Phase 2 in action

Learning support, incentives & self-assessment tools for employees Action learning group Intranet testimonies Proactive wellbeing advisors

Two-way support strategy -executives & DM, PCO/ organization Mutual aid network, FWWN Dissemination of new organizational practices & culture


Two-way support strategy

Proactive wellbeing advisors

Learning support, &

action learning group for

employees

Training for wellbeing

advisors & HR

Awareness campaign &

communication strategy

Phase 2 - Deliverables

Process & outcomes evaluations

Employees & organizational wellbeing indicators

Dissemination of new organizational practices & culture

Promoting Executives’ WellbeingOutcomes…

Executives’ mental health, wellbeing and healthExecutives’ management practices based on trustEmployees’ confidence in executives leadershipEmployees’ mental health, wellbeing and healthHealthy working environmentOrganization’s quality of services and productivityEmployee/professional recruitment and retentionNew management and organizational culture and branding


IMHR – CEO & President• Champion the initiative and

facilitate its success and continuity• Commit to and support the

process:– Ensure sustainability of the pilot

project by its inclusion in IMHR strategic plan 2009-2011

– Provide necessary human and financial resources for the achievement of the pilot project

• Participate in regular exchanges with working team

• Become a member of the Advisory Committee

CPSA - SMC• Champion the initiative and

facilitate its success and continuity• Commit to and support the

process:– Ensure commitment and

participation of all executives and future executives at every step of the pilot project

– Ensure sustainability of the pilot project by its inclusion in CPSA strategic planning 2009-2011

– Provide necessary human and financial resources for the success of the pilot project

• Participate in regular exchanges with working team

• Become a member of the Advisory Committee

Roles and responsibilities


IMHR/ PMHP & CPSA /PPEO• Establish vision/values and ensure orientation of all

activities related to pilot project• Coordinate and manage each step of pilot project• Ensure effective communication and follow-up with

CEO/IMHR & SMC/CPSA• Establish and maintain collaboration with internal

and external partners and network• Communicate and disseminate results

Roles and responsibilities

Promoting Executives’ WellbeingETE Partners…• Canada School of Public Service• Institute of Population Health (U of O)• Canadian Institute for Health Information• Association of Professional Executives of the Public

Service of Canada (APEX)• Public Health Agency of Canada & Health Canada• Clerk of the Privy Council• Treasury Board of Canada Secretariat - Assembly of

DM• Federal Workplace Wellbeing Network (FWWN)

Promoting Executives’ WellbeingHuman and financial resources:• Human resources

• Working team - project director, assistant project director, trainer/coach/health consultant, communication expert & administrative/research assistant (5)

• Expertise (e.g. testing & evaluation )• Advisory Committee (10)• Network

• Material resources• Office and furniture• Services (e.g. teaching and promotional/ communication

material, translation, etc.)• Web site• Traveling


Next steps:• IMHR and SMC/CPSA approval of pilot project -

December 2008• Signing of MoU between IMHR & CPSA –

January/February 2009• Develop and validate learning module and training

program for CPSA and CSPS trainers/coaches –February 2009

Promoting Executives’ WellbeingTo conclude…

“The leaders of tomorrow will not only have to worry about the bottom line (…) they will be coaches and lead by example. Most importantly, leaders of the future will, first, have to have the insight in how to deal with fear.”

James MapesFearless leadership

Thank you!

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